Project Management: Tips, Tools & Tricks for any Type or Size of - PowerPoint PPT Presentation

Project Management: Tips, Tools & Tricks for any Type or Size of Library Kirsten Clark & Kate McCready, April 18, 2018

Introductions Kate McCready Director of Content Services

Introductions Kirsten Clark Director of Access & Information Services

● Your Landscape & Needs Assessment ● Create the Bridge Between Administration & Project Agenda Teams ● Project Team Organization/Framework Management of Projects vs. ● project management

Landscape Investigation & Environment at Your Institution Project Management Needs Needs Project Management Appetite Assessment Higher View

Survey Question What stage is your libraries’ administration at in creating project management standards (e.g., adopting practices, tools, processes) in your organization? a). Nothing yet b). Just starting c). We’ve had some discussions d). We’re in the planning phases e). We’ve adopted a plan

Landscape Investigation Image: https://www.flickr.com/photos/lwr/837532471 by Leo Reynolds

Landscape Investigation ● Your Strategic Direction Image: https://www.flickr.com/photos/lwr/837532471 by Leo Reynolds

Landscape Investigation ● Your Strategic Direction ● Your Organizational Structure Image: https://www.flickr.com/photos/lwr/837532471 by Leo Reynolds

Landscape Investigation ● Your Strategic Direction ● Your Organizational Structure ● Your Work Culture Image: https://www.flickr.com/photos/lwr/837532471 by Leo Reynolds

Project Management Needs Assessment What has already happened at your institution in project management implementation? Image: http://www.clker.com/clipart-360792.html

Project Management Needs Assessment What’s the appetite? What amount of process will be accepted?

Takeaway #1: You will learn the most from conversations.

What is to be gained? Create the What stands to be fixed? Bridge What investments do administrators need to make? Between Administration & Creating standards in process and Project Teams workflow

Survey Question What frustrates you about how projects are run at your organization? ○ Defining them Tracking them/receiving updates ○ ○ Determining whether or not they’ve concluded ○ Tracking next steps & follow up getting done ○ Other

What can be fixed? ● Frustration over projects getting started, but…. Defining them ○ ○ Tracking them/receiving updates ○ Determining whether or not they had concluded Next steps & follow up getting done ○ …can be difficult.

Administrators & team members want need: easy access to information Give them a dashboard

You must get commitment from leadership.

Takeaway #2: Create and honor shared expectations.

These Project Aspects are Ripe for Standards 1. Writing proposals and gaining approval to move forward

These Project Aspects are Ripe for Standards 1. Writing proposals and gaining approval to move forward 2. Running meetings and tracking outcomes

These Project Aspects are Ripe for Standards 1. Writing proposals and gaining approval to move forward 2. Running meetings and tracking outcomes 3. Breaking down work

These Project Aspects are Ripe for Standards 1. Writing proposals and gaining approval to move forward 2. Running meetings and tracking outcomes 3. Breaking down work 4. Tracking work visibly

These Project Aspects are Ripe for Standards 1. Writing proposals and gaining approval to move forward 2. Running meetings and tracking outcomes 3. Breaking down work 4. Tracking work visibly 5. Communicating with stakeholders and managing the unexpected

These Project Aspects are Ripe for Standards 1. Writing proposals and gaining approval to move forward 2. Running meetings and tracking outcomes 3. Breaking down work 4. Tracking work visibly 5. Communicating with stakeholders and managing the unexpected 6. Identifying roles and responsibilities

These Project Aspects are Ripe for Standards 1. Writing proposals and gaining approval to move forward 2. Running meetings and tracking outcomes 3. Breaking down work 4. Tracking work visibly 5. Communicating with stakeholders and managing the unexpected 6. Identifying roles and responsibilities 7. Closing out projects

Project Workflow Define the ideal path for project workflow at your institution https://z.umn.edu/LLAMA-workflow

Translating an idea into a proposal Proposals and Project charters Teams Team development

Takeaway #3: A great project begins with a great proposal.

A good proposal includes: LLAMA Webinar: Proposal Template (https://z.umn.edu/llama-proposal) Idea description ● ● Background and Rationale ● Resources needed Additional information ●

Translating an idea into a great proposal How do I communicate alignment? Does the idea align with the library strategic goals and/or with additional department/unit goals? What goals does the idea support? What are the benefits of our idea for the organization? Does the work span multiple departments/units? What if the strategic goals or my project scope changes?

What is a project? UMN Libraries Definition: A project is defined as individual or collaborative work that requires planning to accomplish specific tasks.

To project or not to project Yes. Move to the charter development phase. Yes. Begin implementation. Sometimes when projects are small enough, with limited resource needs, they can be implemented without developing a charter. No. Be deferred or let go. For a variety of reasons, a project may not be able to move forward at this time. Feedback should be provided on why a project may be deferred (put off until another time) or forgone (declined).

Takeaway #4: A great project includes shared expectations and defined roles.

A project charter includes: LLAMA Webinar: Project Charter Template (https://z.umn.edu/llama-charter)

Background ● Background Purpose ● ● Relevance

Roles ● Project Sponsor ● Project Team Members & Roles

Defining the roles LLAMA Webinar: Assigning Project Roles for Project Teams (https://z.umn.edu/llama-roles) ● Project Owner (Chair) Project Sponsor ● ● Project Team/Group Members Project Resource People ● ● Project Stakeholders

Shared Expectations ● Project Scope Project Outcomes ● ● Project Timeline & Milestones ● Project Budget ● Related Risks & Issues

Management of Meetings projects vs. Communication Project details project Closeout management practices/tools

Takeaway #5: Consistent practices lead to consistent outcomes and understanding.

Meetings LLAMA Webinar - Project Management Process Handbook - DRAFT (https://z.umn.edu/llama-manual)

Communication Complete Concise Considerate Clarity Concrete Courteous Correct

Project Details Work Breakdown Structure ● Breaks down work into smaller outcomes and tasks ● Assigns tasks to individuals or teams ● Estimate the time and effort required for each task

Project Closeout - Final Report ● Responds to outcomes of initial charter Provides a clear ● summary of the project work ● Outlines clear direction for next steps / recommendations

Administrative Closeout The following steps ensure that the tail ends of the project are dealt with and should be completed by the project owner(s) or their designate. ● Collect and archive project documents. ● Ensure that documentation (and location on Staff Drive) is passed along to the person(s) assigned to next steps, if appropriate. ● Work with the Libraries Business Office and Sponsor(s) to determine what to do with remaining funds. ● Update staff/team web pages.

Celebrate!

Shared expectations Clear objectives Final thoughts Engaged staff!

Questions? Kirsten Clark Director of Access & Information Services, UMN Libraries clark881@umn.edu Kate McCready Director of Content Services, UMN Libraries mccre008@umn.edu